The drama of knowledge transfer in a merger environment: A case study

This research explores the links between organizational learning and knowledge management, emphasizing the roles that organizational culture and infrastructure play in supporting and facilitating organizational learning. A review of the literature is followed by a discussion of the development of one specific corporate event---the implementation of knowledge structures at a large hi-tech company during a merger. The research begins with a retrospective look at Merger 1 between Company A and Company B, focusing on what was learned from the knowledge management process during the merger.;This research explored the knowledge transfer process, as a case study using quantitative and qualitative methodologies. My research question deals with the perceived effectiveness of knowledge management/transfer, including the capture of intellectual capital during Merger 1 and Merger 2. The study examines the business practices, and barriers to employee participation in the knowledge management/transfer process during Merger 2.;This research contributes to the scant literature on knowledge transfer and knowledge management in a merger environment. Specifically it documents the merger parameters and the trials and tribulations of implementing a systematic knowledge transfer approach in a merger environment. It contributes to management studies an understanding of the interplay of organizational structure and roles and responsibilities for knowledge transfer in a merger. To sociology it contributes understanding the pivotal role culture plays in the knowledge transfer process. To educational technology it supports the varied human performance technology literatures and tests various elements of it using case study methodology. Kakabadse and Kouzmin (2003), eloquently state "it can be argued that knowledge management is not about managing knowledge, but about changing entire business cultures and strategies of organizations to ones that value learning and sharing" (p. 86).;As a result of Merger 1, forming Company A1, knowledge management and transfer was recognized as the conscious control of a key corporate asset for the purpose of advancing organizational learning, strengthening the organization's ability to sustain and expand its core competencies and securing competitive advantage (Foley Curley and Kivowitz, 2001). In the corporate boardroom of Company A1, senior management postulated, "...that knowledge management and transfer is a key business process to ensure business continuity..." Management asserted that these processes would be implemented in Merger 2, a subsequent union of Company A1 and Company C.